Strategic Training Needs Analysis (TNA) Using the ALIGN Framework

22-23 Oct, 2025, CONCORDE HOTEL KUALA LUMPUR

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Keith Wei is a Learning & Development consultant and the Business Director of IPA Training Sdn Bhd. With a proven track record in consulting, facilitation, and strategic development, Keith specializes in Training Needs Analysis (TNA), Human Capital Strategy, and organizational capability building across diverse sectors. His work focuses on aligning talent development with business goals to drive measurable performance improvement.

 

He has successfully designed and implemented TNA frameworks for leading organizations, including LOTTE—one of Southeast Asia’s largest battery manufacturers—and a pre-IPO public-listed company. These projects involved conducting in-depth diagnostics to identify current skill gaps, align departmental KPIs with business priorities, and formulate long-term, actionable training roadmaps tailored to strategic objectives.

 

Keith’s TNA methodology is rooted in a structured and data-driven approach, incorporating competency mapping, job role profiling, performance diagnostics, and gap analysis. His facilitation has enabled organizations to transform ad hoc or fragmented training efforts into targeted, high-impact learning strategies that deliver tangible business outcomes.

 

One of his most notable achievements includes leading the end-to-end TNA strategy for Service Sarawak, the state’s Civil Service Digitalization unit. This initiative involved aligning operations and training efforts with the Sarawak Post-COVID Development Strategy (PCDS), optimizing digitalization outcomes, and developing a competency matrix to support workforce development. The initiative enabled Service Sarawak to streamline onboarding, reduce unnecessary training costs, and implement focused, KPI-aligned development programs that advanced the agency’s digital transformation goals.

 

Keith is professionally certified in key areas of learning and analytics, including HRD Corp’s Certified Training Needs Analysis and Train-the-Trainer programs, LPI Certified Consultant as well as Google’s certifications in Project Management and Data Analytics. These qualifications empower him to integrate both human-centered design and analytical rigor in his consulting engagements.

 

Having consulted across industries such as oil & gas, logistics, healthcare, manufacturing, FMCG, engineering, and the public sector, Keith brings deep cross-industry insight to every engagement. His mission is to help organizations build agile, future-ready workforces through clear diagnostics, focused development strategies, and practical, measurable implementation.

 

Venue Details

CONCORDE HOTEL KUALA LUMPUR
2 Jalan Sultan Ismail, 50250 Kuala Lumpur, Malaysia,
Phone : 03 2144 2200

https://kualalumpur.concorde hotelsresorts.com/

Contact us

Juliany,
03 2283 6109
juliany@ipa.com.my

Phoebe,
03 2283 6100
phoebe@ipa.com.my 

FOR CUSTOMISED IN-HOUSE TRAINING
Jane,
03 2283 6101
Jane@ipa.com.my

ADDRESS 
A-28-5, 28th Floor, Menara UOA Bangsar, 
No.5, Jalan Bangsar Utama 1, 
59000 Kuala Lumpur
www.ipa.com.my

FOCUSING ON

Day 1: Foundations (Assess, List, Identify)
• Aligning TNA with strategy, metrics, and gap analysis.

Day 2: Execution & Evaluation (Generate, Navigate)
• Reporting, ROI, and stakeholder engagement.

OVERVIEW

Organizations that thrive align employee development with strategic goals. A Strategic Training Needs Analysis (TNA) is essential for ensuring learning investments boost business growth and sustainability.

This two-day course introduces The ALIGN Method for Heads of Departments (HODs)and Learning and Development (L&D) leaders to develop, prioritize, and measure training needs effectively. Participants will learn to identify capability gaps and create impactful learning solutions.

AFTER ATTENDING THIS COURSE YOU WILL RETURN TO YOUR JOB…
  1. Implementing a repeatable, strategic TNA process using the ALIGN framework.
  2. Linking training needs directly to business and departmental KPIs for stronger alignment.
  3. Diagnosing competency and non-competency gaps using data-backed tools.
  4. Prioritizing high-impact training through a heatmap and matrix approach.
  5. Measuring training and learning outcomes using the Kirkpatrick Model.
  6. Empowering L&D teams and HODs to collaborate and drive strategic workforce development.
WHO SHOULD ATTEND
  • HR Managers needing to justify L&D budgets.
  • L&D Specialists designing competency-based programs.
  • Department Heads addressing team skill gaps.
  • Consultants offering TNA services.
METHODOLOGY

30% Lecture
• ALIGN framework
• Case Studies

40% Workshops
• Visual Canvases
• Gap Analysis
• Report Drafting & TNA Templates
• Wall Walks
• Heat Maps
• Matrix Labs

30% Interactive Activities
• Role-plays
• Group Presentations
• TNA Simulation
• Polls
• Competency Challenges

DAY 1
9:00

Module 1: Demystifying TNA What is TNA?

  • What is TNA?
  • Strategic vs Tactical TNA
  • Why TNA Fails
10.45

Module 2: (A) – Assess Organizational & Training Objectives

  • Understanding strategic business goals vs. training needs
  • Translate Vision to Learning Goals
  • Identify Departmental Success Metrics
1:00 Lunch
2:00

Module 3: (L) – Listing Key Performance Metrics

  • Identifying KPIs & OKRs for measurable impact
  • Link KPIs to Learning Needs
  • Competency frameworks & job role benchmarks
  • Case Study: Performance metrics
3:45

Module 4: (I) – Identify Performance & Skill Gaps

  • Competency vs Non-Competency Gaps
  • Root cause analysis: Is it a training issue or systemic problem?
    Tool: Gap Analysis Matrix (Current vs. Desired Performance)
  • Data collection methods (surveys, interviews, assessments)
  • Bloom’s as Diagnostic Tool
  • Group activity: Conduct a mini-TNA for a sample company
  • Present findings and prioritize gaps
 

Day 1 Outcomes:

  • Define the role of Strategic TNA
  • Align learning goals to strategic business outcomes
  • Build a KPI-performance map across departments
5:00 End of Day 1
DAY 2
9:00

Module 5: (G)– Generate TNA Report &
Training Solutions

  • Structuring a compelling TNA report for stakeholders
  • Budgeting & cost-effective training solutions
  • Drafting TNA proposal
10.45

Module 6: (N) – Navigate Success: Evaluating ROI & Training Impact

  • Calculating training ROI (cost vs.
    performance gains)
  • Kirkpatrick’s 4-Level Evaluation Model
  • Reaction, Learning, Behavior, Results
  • Case Study: Measuring post-training success in Malaysian firms
1:00 Lunch
2:00

Module 7: Stakeholder Buy-In & Action Planning

  • Presenting TNA findings to leadership
  • Overcoming objections and securing budgets
  • Role-Play: Persuading management to approve training
3:45

Module 8: Final ALIGN Simulation

  • Participants develop a full ALIGN-based TNA plan for their organization
  • Peer review and trainer feedback
 

Day 2 Outcomes:

  • Diagnose root causes of learning gaps
  • Develop a prioritized, department-aligned TNA Matrix
  • Learn how to measure and report training impact using Kirkpatrick
5:00 End of Course